The Dutch company HEINEKEN, one of the leading global brewers known for its brands like Heineken, Amstel, or Desperados and for its award-winning marketing campaigns, seeks to closely integrate its long-term sustainability "Brewing a Better World"-approach into its corporate strategy. HEINEKEN had set itself ambitious 2015 and 2020 sustainability targets in six pillar areas around Energy/CO2, Water, Sustainable Sourcing, Responsible Consumption, Community/Inclusive Growth, and Health & Safety. The case zooms in on HEINEKEN's efforts in the sustainable sourcing pillar, with its work on farming standards and supplier code as well as its support for local sourcing programs in the growing African market. HEINEKEN's management finds that marketing its achievements in these sustainability areas poses new challenges though. For example, its current "mass-balance" sourcing in which sustainable and traditional material got mixed in the supply chain did not allow for effective communication on a given bottle. But was this reason enough to try to move to "segregated" sourcing, if that was even reasonable?

La Ribera was a privately managed, publicly funded health department in the Valencia region of Spain. The model began in 1999, when a new hospital was opened to cover the secondary health care needs of the health department's inhabitants. In 2003, the model was extended to also cover primary care. The health department received a capitation fee for each registered inhabitant of the health department, and provided health services at a 25% lower cost than public hospitals in the region. However, profits for the private operators remained low, in the region of 1%. In order for La Ribera to remain a viable option the hospital began working with a consulting firm to look into future options for growth, and potentially higher returns. A key factor for any of the options considered was the public perception that tax-financed access to care was a longstanding public good in Spain, and allowing private operators to profit from health care delivery was a thorny issue.